The purpose of this workshop was to make managers aware of the importance of their role & responsibilities.

We brought the managers together, discussed about their daily challenges, and listened to their needs and suggestions. The learning methods that were used included dialogue-based discussions and role playing games that demonstrated real-life situations from the branch.


By the end of the day, we have identified some interesting points. These findings are categorized and presented below:

Communication Channels

  • Βuild relationship on trust and invest in cultivating an open communication channel between administration and branch managers
  • Develop an internal digital communication channel, where the managers could exchange ideas, share their issues, identify solutions and work towards best practices 
  • Managers have the need to be trusted and heard from the top management (both bottom-up & top-down communication)

Manager/employee Relationship

  • Managers are the leaders of the branch, so it was suggested that they should have a role on employee recruitment. They are the ones that have to decide whether a personality is a good fit for their team or not
  • Managers have faced many issues on planning the annual leaves of the team

Operational Excellence

Managers need to become more efficient both on their tactical and strategic approach. However, they are lacking analytical tools and the knowledge to use them. Some of the topics discussed are:

  • Reporting: vertical and horizontal analysis of financials (cash flows)
  • Budgeting: discussion between estimated and materialized figures
  • KPI’s: a. Revenue, b. Efficiency, c. Visits, d. Revenue/costs ratio, e. Waiting time at the branch, f. Retention rate
  • Tools: Balanced scorecards and SMART objectives (also time management matrix)

Digital Satisfaction Forms

Managers were interested for in-house (centers) digital customer satisfaction tools that could give them instant feedback for the customer experience during a visit in the branch.

Rewarding Managers and Employees

We identified that there is not a structured top-down rewarding system. Managers would be happy to receive appreciation calls from top management; on the other side, they are eager to be able to pass honors to members of their teams by offering non-monetary bonuses.

It is crucial for the branch managers to feel important (for the administration). The appreciation and support on the service can easily be provided by a personal “well done” by the top management – via email or call.


The most important outcomes of the day were that the branch managers were able to speak about the issues that they are facing, their expectations from the administration, and how they can improve themselves and become leaders synonymous to the bank’s culture that will inspire the branch ecosystem and bring results. After the end of the day, the managers were very satisfied from the outcome; however, they pointed that continuous learning and support from the administration should be at a constant level. 

Important outcomes:

  • The managers are of great quality, they seem to care and are willing to make the necessary changes
  • Managers showed appetite to contribute, they have knowledge of the market and want to be part of the organic development of the bank
  • The managers want to establish an effective communication system; be part of the process rather than being seen as the execution tool
  • The managers want to be respected and most of all to be trusted by the top management. They want to be heard and feel that they are a part of the growth plan / strategy
  • The managers can contribute in the continuous development of the day to day processes